Succession planning

What it works from

• The role definition or success profile
• Team and candidate evidence
• Readiness criteria and time horizon

What you get back

• Successor options with readiness assessment
• Gaps named per candidate
• A per-successor development implication

Why this is expensive by hand

In talent & leadership work, succession planning is one of those tasks that looks straightforward until you are three documents deep and the details stop agreeing with each other. In practice it shows up as single critical role planning: move from a list of names to an evidenced view of readiness and the gap behind each one. It is the kind of work that decides whether a recommendation survives scrutiny — and the kind that quietly eats 1–2 weeks of senior time whenever it comes round.

How this Skill produces it

Here the same job runs as a Skill. Your material goes in; successor options with readiness assessment comes out, alongside gaps named per candidate. The judgement is built in — how items are broken up, what standard they are held to, and where the run stops for a human review. The practical effect: 1–2 weeks of manual work becomes a ~15 minutes run, held to an identical standard on the tenth engagement as on the first.